&EPA
             United States
             Environmental Protection
             Agency
             Administration And
             Resources Management
             (PM-221D)
EPA/IMSD/91-013
SeptmebeMWi
Selected Management
Articles
Teamwork:
Employee Involvement
                      PEOPLE

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TEAMWORK: EMPLOYEE INVOLVEMENT
              SEPTEMBER 1991
             EPA Headquarters Library
     Information Management and Services Division
        U.S. Environmental Protection Agency
              RoomM2904 PM-211A
               401 M Street, SW.
              Washington, DC 20460

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                        TABLE OF CONTENTS











Introduction




I.   INTRODUCTION	1




II.  DEVELOPING/BUILDING A TEAM	5




III. TEAM TRAINING	10




IV.  TEAM MANAGEMENT	13




V.   TEAMWORK IN ACTION	22

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             TEAMWORK:  EMPLOYEE  INVOLVEMENT

                     INTRODUCTION
In times of limited resources, managers must be skilled
in developing staff as key partners in bringing programs
through difficult  reassessment phases.   Using teams to
evalute  and  provide  solutions  to  problems  in  the
workplace has proven an effective use of human and time
resources.   Team  members  view  themselves as  "change
agents,"  become  more  willing  to  share  ideas  with
management, and take responsibility for their actions as
a group. Managers must learn to foster and develop teams,
establishing   a  rapport  and   a  common  vision  of
improvement.

This bibliography,  which is  divided into  5  sections,
contains  summaries of  a  variety of articles on  team
building.  The  first section introduces the concept and
advantages  of   teambuilding.     The  second  section,
"Developing/Building a Team,"  discusses the methods used
to  develop a   team  and promote teamwork  within  the
organization.   The third section "Team Training," focuses
on training personnel and managers to  work effectively as
a team.  The fourth section, "Team Management," examines
the  ways  managers can  foster  and  guide  a  team  in
completing its mission.  The last section, "Teamwork in
Action," presents case studies of successful teams.

This report  is  a  selection  of articles  in management
journals published between  1985 and 1991.  A descriptive
abstract   is   included  with   each   citation.     The
bibliography was compiled using the ABI/INFORM. PAI8. and
MANAGEMENT CONTENTS online databases  from DIALOG.

There is more information available in the Headquarters
Library on other aspects of quality management.  An EPA
librarian  can  assist in identifying other titles for
further research.  To  obtain  additional  copies of this
bibliography,  or copies of the  articles  listed in this
bibliography,    contact   Sigrid  N.  Smith,   Reference
Librarian, EPA Headquarters Library,  (202) 260-5922, or
Email address Library HQ/EPA3738.  Other EPA Headquarters
Library management bibliographic  reports  are  listed at
the end of this bibliography.

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I  INTRODUCTION
Involvement and Commitment in the Workplace:  A New Ethic Evolving
Green, F. B.; Hatch, Eric
Advanced Management Journal v55n4 PP: 8-12 Autumn 1990

   The key  to high commitment  is employee involvement  (El).  El
consists of:  1.  goal  orientation,  2.  continual  improvement,  3.
valued partnerships, 4. high  expectations, 5.  mutual  respect,  6.
shared decision making, 7. team recognition, 8. extensive training,
9. job flexibility, and 10. support by managers and supervisors.
Ethical considerations have played  a minor role in this emerging
phenomenon. The primary catalyst  has been a  recognition that the
Japanese model of group problem solving and team consensus has been
enormously effective in Japan  and in US plants managed by Japanese
executives. Many of the interactions enabling employees to function
as successful team members are the same as those found and valued
in close-knit communities and families.  Companies seeking to attain
a high level of commitment from their workforce are able to do so
only  when  they:  1.  genuinely  value workers'  contributions,  2.
eliminate barriers of hierarchy and  rank,  3. develop an atmosphere
of trust,  4.  invest heavily  in  training, and 5.  empower their
employees to improve and control their own work. (ABI/INFORM)


Innovative Teams at Work
Anderson, Neil; Hardy,  Gillian; West, Michael
Personnel Management v22n9 PP: 48-53 Sep 1990

   Many  organizations   have  survived   the  1970s  and  1980s  by
responding  to the  demands of  external  change  in an  unplanned
manner. But the 1990s look set to impose an increased burden that
will  necessitate  more proactive  and   strategic human  resource
management (HRM) approaches toward coping  with change. One central
technique in the repertoire of coping mechanisms is that of self-
generated innovation and creativity from within the organization.
The process of conceptualization, development, and implementation
of new  and improved work  practices and  products  constitutes  an
essential means of  responding  proactively  to external change. Yet,
capacities  for  innovation  within  organizations  at  both  the
individual  and work group  levels are  too often  undeveloped and
undervalued.  Research  by Sheffield  University is  revealing key
elements in innovation processes that have important implications
for  the  role  of  HRM  specialists  in  developing creativity  and
innovation. Four factors have consistently surfaced in both private
and public  sectors  as  key determinants of group innovativeness:
vision, participative safety,  climate for excellence,  and support
for innovation. (ABI/INFORM)

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Managing Hunan Assets -It's Tine For Mew Thinking.
Beer, M.; Specter, B.A.
Harvard University , Cambridge, MA, 02138
Office Administration and Automation Vol.46, No.3, March 1985,
P. 26-29,60. 4 Pages.

   Recession, deregulation,  and foreign competition  have caused
business managers to search  for ways  to improve productivity and
quality.  The Japanese management  approach  to a  collaborative
relationship with employees and unions has resulted in quality and
cost advantages over American companies. Many attempts to improve
productivity fall  short because employees  are not committed or
competent. Some American companies have invested in the development
of effective human  resource management practices, with dramatic
payoffs  in  quality  and  productivity.  New  thinking  provides
employees with  equitable pay,  challenging work, participation in
decisions and policies, and  opportunity for personal  growth. The
new approach is  particularly  important for managers of white collar
workers who work with information technology. Innovative companies
are moving toward increasing employee influence by forming employee
task forces and committees  to study various problems and recommend
approaches and new policies. Innovative companies use team building
to deal with human resource flow, reward systems and work systems,
and  to  accept  responsibility  for  tasks  and  meeting  goals.
Photographs  of  Point  4   Data  Corp.  and   On-Line   Software
International are included. A diagram represents tools for employee
development. (MANAGEMENT CONTENTS)


The Power of Applied Principles
Zenger, John H.
Executive Excellence v8n2 PP: 18-19 Feb 1991

   Skill training alone will not bring about  the lasting changes in
attitudes and behavior  required for teamwork.  A special combination
of principles and skills brings about  enduring  change. People need
clear,  strategic principles  to assist them  in applying  their
skills. Behavior modeling combines positive behavioral principles
with practical ways to put them in action.  At Zenger-Miller Inc.,
training systems are developed  from basic principles  such as: 1.
focusing  on the issue or  situation,   not  on the  person,  2.
maintaining the  self-esteem of others,  3. building positive working
relationships,  4. taking initiative to make things better, and 5.
leading by example.  These  principles command  immediate,  almost
universal, assent in training rooms because they reflect commonly
held beliefs. Later, when  participants acquire concrete skills,
their actions and beliefs are harmonized.  (ABI/INFORM)

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Team Effectiveness Theory.
Weisbord, M.B., Block Petrella Weisbord ,
Training & Development Journal Vol.39, No.l, Jan. 1985, P. 27-29.
3 Pages.

   A look at the  team  approach to successful business working is
presented. The idea of team work and how it affects the workers is
explained. How to go about setting up a team building meeting to
decide  if  team   work  will  be  feasible  in  the work place  is
discussed.  How to  guide  employees  to become  team  members  and
cooperate fully with one another is also discussed.
(MANAGEMENT CONTENTS)


Teamwork: A Delicate Balance - (Part 1)
Holden, Lorraine  P.
Managers Magazine v65n6 PP: 12-19 Jun 1990

   Today, workers seek employment that fits and  conforms to who
they are. They expect  a  reciprocity that  permits them to do what
they do best so that they feel  fulfilled.  This new breed of worker
wants  to   be   prized,   creative,  and   part   of  a  community.
Participative management  or teamwork brings out  in  people those
characteristics they want  to  exhibit and  that  the marketplace
demands.  Any easy,  visual tool  to  help understand  what makes
winning teams  what  they are can  be found in a  mobile,  which is
responsive, balanced, synergistic,  interdependent, and accessible.
Job ownership is an important part of  building winning teams. With
job ownership,  people have responsibility,  initiative, and  power in
their workplaces.  They view themselves as  "change  agents" whose
contributions  influence  outcomes.  Synergy   and  teamwork  can  be
developed by giving employees real  leadership  responsibilities,
recognizing and rewarding them for excellence, encouraging personal
development, using people's  talents and skills,  and establishing
genuine feelings  of cooperation between workers and managers.
(ABI/INFORM)


Teamwork: A Delicate Balance (Part II)
Holden, Lorraine  P.
Managers Magazine v65n7 PP: 19-21 Jul 1990

   Management consultants have identified  3  progressive stages in
team development: 1.  dependency,  2.   more  independence,   and  3.
interdependence.  When  it tried to develop a strong  team-oriented
approach to  policyowner  service, a major life  insurance  company
reported that employees went through the following 4 phases as the
program progressed: 1.  What can you do for  me? 2.  What can  I do for
me? 3.  What can I do for you? 4. What can  we do together? In team
building, managers are encouraged to select people who are already
motivated. Three  of the 10 characteristics identified by the Life
Insurance Marketing and Research Association as predictive  of agent

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succcess are people-oriented skills: 1. the ability to accurately
perceive others'  points of  view,  needs,  and interests,  2.  the
ability to instill confidence in others, and 3. the ability to work
on one's own without close supervision. These abilities nurture a
team and are nurtured by team members. (ABI/INFORM)


Teamwork: A Delicate Balance (Part III)
Holden, Lorraine P.
Managers Magazine v65n8 PP: 29-32 Aug 1990

   A  primary  cause  of   problems   in  the  workplace  is  poor
communication. Communication  is needed  to articulate  a vision,
solve a problem,  create a solution,  delegate a responsibility, or
resolve a conflict. Most  important,  communication makes teamwork
possible.  Well-developed  communication  skills  facilitate  the
interaction and  interdependency  between team members.  In  a team
setting, managers must be prepared to be role models of effective
communications skills and be sensitive  to the  individual strengths
and weaknesses represented on the team. Team meetings are both an
arena  in which communication takes  place  and a vehicle through
which  communication  is encouraged.  Strategies for  carrying  out
tasks  as  a   team include:  1.   defining  the task,  2.  seeking
information and opinions,  3. elaborating, 4. coordinating efforts,
5. summarizing, and 6.  experimenting.  Strategies  for encouraging
team members to work together include setting standards, listening,
emphasizing strengths,  evaluating,  and passing  on  leadership.
(ABI/INFORM)

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II. DEVELOPING/BUILDING A TEAM


Breaking Down Barriers - Part I: Inter-Departmental Team Building
Berger, Mel
Industrial & Commercial Training v23nl PP: 24-30 1991

   To break down barriers to teamwork, managers can start with the
individual or with  the formal organization structure  and roles.
Some  techniques  are:  1.  bottleneck  analysis,   a  method  for
exchanging views about how other departments function and see the
world, 2. the team role questionnaire, which illustrates how each
person can contribute to problem solving at one phase or another,
and  3.  role   negotiation,   which   involves   each  team  member
negotiating with each other team member about changes in behavior
or procedures that  would aid in doing the  job  better.  Temporary
structures,  such as  task forces,  quality  circles, and  project
teams, bring together people from different disciplines to address
common issues. This approach can be a powerful tool for obtaining
quality decisions,  commitment to action,  and cross-departmental
network building. (ABI/INFORM)


Breaking Down Barriers - Part II: Inter-Departmental Team Building
Berger, Mel
Industrial & Commercial Training v23n2 PP: 7-11 1991

   A case  study illustrates  the  use  of several  techniques  for
developing  interdepartmental  and  interlevel  collaboration.  To
complement  technical  improvements,   training  was  carried  out
involving 30 section leaders, followed by training 20 supervisors
and 8  managers. The  result of this  training was  more  cohesive
departmental teams  and greater cooperation between departments.
Guidelines for using team-building techniques include:  1.  If time
urgency permits, start by building awareness. 2. Start where people
are most  likely to be  receptive,  where one  can  achieve  initial
success and  build momentum.  3. To increase the  probability that
desired changes are implemented, develop a network of people with
independent  roles who are actively committed to  tackling mutual
problems or  are accepting  of the initiatives  of others.  4.  To
facilitate the  genuine discussion among employees  of  differing
status, be prepared to listen and compromise.  (ABI/INFORM)


Teaching People to Act on Information
Moran, John W.; Talbot, Richard P.
National Productivity Review v9n4  PP: 429-438  Autumn 1990

   In the 1990s, the basis of the work environment will evolve from
individual contributor roles to collaborative, joint ownership and
shared responsibility. This change will manifest itself in the form
of  self-contained  work  teams.  To  facilitate  high-performance

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teamwork  within and  among these  teams,  a  significant  cultural
change must  take place. Teams will  have to learn new  skills to
empower  them to  work together  effectively to  accomplish  their
missions. Before  individuals  can ensure  customer satisfaction by
working well together, they must learn to act on information that
they gather or that is presented to them.  In order to do this, they
must:  1. translate  information  into a universally  understood
format,  2. consolidate  information to summarize the  data through
descriptive statistics,  and 3. communicate information in a timely
and  accurate  way.  Graphic  displays of   information,  such  as
flowcharts,  selection grids,  cause-and-effect  diagrams,  Pareto
charts, and pie charts,  can facilitate analysis and ensure proper
actions.  (ABI/INFORM)


Outward  Bound:  Strategies for Team  Survival in an  Organization
Ancona, Deborah Gladstein
Academy of Management Journal v33n2 PP: 334-365 Jun 1990

   Team-context  interaction  was  examined in 5  consulting teams.
Data collection focused on team leaders*  plans right  after the
teams were formed, team interactions with outsiders,  and internal
group processes and outcomes. The data revealed  3  strategies toward
the teams' environment:  1.  informing,  2.  parading, and 3. probing.
Informing   teams   remained   relatively   isolated  from   their
environments, parading teams had high levels of passive observation
of the environment, and probing teams actively engaged outsiders.
Probing teams revised their  knowledge of the environment through
external contact, initiated programs with outsiders,  and promoted
their  team's achievements within  their  organization. They were
rated as  the highest  performers  among the  teams; however,  member
satisfaction  and cohesiveness  suffered  in the  short run.  The
results suggested that external activities are better predictors of
team performance than are internal group processes for teams facing
external dependence.  (ABI/INFORM)


Are You Really Ready to Build a Project Team?
Kezsbom, Deborah S.
Industrial Engineering v22nlO PP: 50-55 Oct 1990

   A critical element in the achievement of higher levels of team
performance  is  the creation  of  organizational  environments and
strategies that encourage teamwork. Where ordinary teams accept and
value  a  plan as  an end in itself,  successful,  high-performance
teams value the process of planning  and  see the plan merely as a
tool or  means  to an end. Recommended  steps  in  the  integrated
planning  and team  building process  are:   1.  Create a  positive
climate. 2. Establish a common vision. 3. Define individual roles
clearly.  4.  Develop  a  sense  of interdependency,  and  establish
precedence relationships.  5. Identify the trade-offs and the risks.
Effective team  performance comes from creating an  environment in

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which  team  players  work  together  under  a  unity  of  purpose.
(ABI/INFORM)


Eov to Build a Quality-Conscious Team
Scheuing, Eberhard E.
Supervisory Management v35nl PP: 6 Jan 1990

   The effort to build  quality consciousness in a workgroup should
start with  the understanding that quality  involves  consistently
meeting or exceeding customer needs or expectations. Achieving this
kind  of  performance  standard  requires  continuous  effort  and
constant vigilance. A number of steps can be taken to ensure that
everyone becomes part of the quality improvement process: 1. Hold
a  participatory session  to discuss  quality.  2.  Have  the  team
identify its performance strengths and weaknesses. 3. Discuss the
importance of quality and its benefits, such as reduced costs, the
elimination of rework,  improved profitability,  and greater pride.
4. Build quality commitment by giving team members "ownership" of
the effort.  5.  Establish quality  goals.  6.  Remove inhibitions or
barriers to improving quality. 7. Assist team members  in efforts to
change. 8. Control the work process.  9. Measure achievements. 10.
Reward progress  and  correct weaknesses.  11.  Review and set new
goals. 12. Keep the momentum going. (ABI/INFORM)


Building Teams - What works (Sometimes)
Wolff, Michael F.
Research-Technology Management v32n6 PP: 9-10 Nov/Dec 1989

   One  of  the Industrial  Research  Institute's  advanced  study
groups,  led by  Alvin  P.  Lehnerd,  vice-president for  research,
design, and product development at Steelcase Inc., devoted 2 days
to the discussion of teams and their interaction with the rest of
the company. A number of principles that were laid out included: 1.
Choosing the proper  leader is  critical.  2.  A core  group  of 6-8
people who possess technical or business knowledge that contributes
to  the  team's mission  should  be  established.  3.  Teams  must
understand clearly what they are expected  to do and when. 4. Teams
must believe that their assignment is  important to the company and
that what they do will make a difference. 5. Accountability is key.
6. Teams should be rewarded  publicly.  7.  Criteria for disbanding
should be  part of  the initial charter.  8. Prospective members
should be  aware of  how much time  teams  take. Several  managers
agreed that bringing different perspectives to bear was a plus for
innovation. By following the above guidelines, even a company that
has not encouraged teams before can form an effective team.
(ABI/INFORM)

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Twelve Ways to Better Team Building
Belzer, Ellen J.
Working Woman vl4n8 PP: 12, 14 Aug 1989

   The team concept  is  compelling as a management tool. Managers
can use a variety  of  tactics  to inspire a sense of oneness among
team members, including: 1. creating a group identity, 2. mapping
out a team mission, 3. defining roles, 4. encouraging networking,
5. encouraging play time, 6. using humor,,and 7.  developing an open
atmosphere. Meeting informally with each member of the group before
the  project  begins   also  is  helpful  for  determining  personal
agendas, which always affect the outcome of  a project, in advance.
Giving the  team a formal  name  will  create a group  identity and
cause people to perceive their tasks and the goals of the team as
significant. When a group gets together only formally, it often is
difficult to develop the appropriate group dynamics; thus, lunches,
dinners, and social events should be planned as well. Further, it
is  important  to  share  information.  Background  on  a  project,
including why it is a priority and what impact it  will have on the
company, always should be shared with the entire group.
(ABI/INFORM)


A Task-Focused Approach To Team Building.
Davidson, J.P.
Personnel Vol.62, No.3, March 1985, P. 16-18.

   Building a  team that works in harmony and  cooperation  is not
easy. A task  focused program  is an  approach  consisting of seven
weekly  two hour  sessions. Between   four  and  seven people  are
selected from a work  unit.  The team identifies general areas where
work problems  exist. They  clarify team  goals, and  each  member
clarifies  his  or  her goals.  The team develops  a team  mission
statement. In subsequent sessions, the team addresses obstacles,
problems, agreements  among members of the  team,  work conflicts,
individual goals and  progress.  This  process is effective because
participants  put  energy  into  achieving  the  team's  mission.
Individual responsibilities are stressed and contribution to team
success is acknowledged. (MANAGEMENT CONTENTS)


Designing a winning project team.
Gemmell, Virginia
Supervisory Management v34  April, 1989, p26(3)

   The leader of a project team must develop  an overall vision that
will  encourage  the  input   of  team  personnel   and  alleviate
uncertainty over mission  goals.  A  team should  be  made  up  of
personnel  of   different  backgrounds  offering  a wide  range  of
experience and ensuring the cooperation of represented departments.
Additionally,  the team leader should name and manage roles in order
to  clarify  the  team's  work  and  to  empower  personnel  with

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responsibility. Team leaders must  demonstrate  commitment to team
members, pay attention to the content of what the team is working
on and  continually monitor the  way personnel are working towards
project goals. (MANAGEMENT CONTENTS)


Tarkenton on teambuilding.
Management Solutions v31 Oct, 1986, p30(2)

   Fran Tarkenton, former quarterback of the Minnesota Vikings and
current chief executive of the consulting  firm of Tarkenton & Co.,
believes  that team  work and people skills  are more  important
management  attributes  than  technical  expertise  and  business
knowledge. Tarkenton's firm counts  among its clients such industry
giants  as  General  Motors,  Exxon,  and  American  Express.  Team
building relies upon defining a goal for the team, soliciting ideas
from  team members  and  avoiding dictating  to  the  team,  while
maintaining some  supervisory control. Teams work best when all team
members  are unconcerned  as  to  who gets credit  for the  team's
success. It is also vital to the success of the team for leaders to
concentrate on solving conflicts between team members.
(MANAGEMENT CONTENTS)

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III. TEAM TRAINING
Building and using teams.
Pell, Arthur R.
Managers Magazine v66 April, 1991, p25(2)

   Most work involves the use  of  teamwork,  and a successful team
can be developed by  following  the TEAM concept,  which stands for
training, enthusiasm, assurance, and measurement. Training should
be used to inform employees  about  the advantages of teamwork. Team
members must be enthusiastic about the idea of working together,
and  they  should be  assured that they  will be given  support by
management. Finally,  goals should  be established and measured. The
problems to avoid include excessive competitiveness and inequality
in employee productivity. (MANAGEMENT CONTENTS)


Orientation: the first step in team-building.
Cohen, Madeline E.
Training & Development Journal v42 Jan, 1988, p20(3)

   The Cleveland Clinic Foundation operates an employee orientation
process that makes the new employee  feel at home and part of a team
from  the  start. An  important part of this  is the  training of
supervisors to conduct orientation.  The supervisors participate in
a  role-playing scenario  that  simulates  the new employee's and
supervisor's team positions. The supervisor and new employee should
discuss the organizational  structure and how the department fits
into  it; self-improvement opportunities in  the organization; the
organization's communication  system;  resource people  within the
organization; and the assignment of a mentor to the new employee.
(ABI/INFORM)


Project Team Training: A Proven Key to Organizational Teamwork and
a Breakthrough in Planning Performance
Rogers, Lloyd A.
Project Management Journal v21n2 PP: 9-18 Jun 1990

   The problems experienced  in project management are examined, and
the  opportunities  that  can be  gained  in solving those  problems
through training project management planning teams in a commercial
product development laboratory  and manufacturing plant environment
are  provided.   A  proven  methodology  is presented  for  project
schedule planning  from  a project life  cycle phase  structure. In
addition,  an explanation is  provided  for   how  to organize the
planning  team, how  to  use structured methods to  develop and
optimize the plan, and  how  to  control  the implementation process
through continuous  future checkpoint planning.  A distinction is
made  between success and  failure  based on personal  experience at
IBM  Corp.  in managing  projects and conducting  project  schedule

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planning workshops for actual project management  teams  in a wide
range of functional organizations. The keys to success in project
schedule management are provided. (ABI/INFORM)


Improving Organisation Effectiveness Through Employee Involvement
Portis, Bernard; Hill, Neil
Business Quarterly v53n3 PP: 58-61 Winter 1989

   A survey was conducted  of 20  Canadian companies  with employee
involvement programs.  It was found  that several companies have
become very innovative in running the programs,  and, as a result,
the  programs  have become  more  satisfactory to employees  and
management.  The survey  found  that  most of  the companies made
employee teamwork  and training  the focus  of their  involvement
programs. A major innovation in some companies was  that training in
solving work problems  had  been  extended to all work  groups,  not
just a few quality circles. Most of the companies were attempting
to  get  managers  to  participate   more  actively   in  employee
involvement programs, and  some had  formed interdepartmental task
forces of  managers and employees. A surprising  finding was that
employees  in some  unionized companies had assumed responsibility
for running  involvement  groups.   Nearly  all  the  programs  in  the
survey had excellent coordination from  their steering committees
and program facilitators. (ABI/INFORM)


Training for Team Building
Huszczo, Gregory E.
Training & Development Journal  v44n2 PP: 37-43 Feb 1990

   The US  became an economic power by encouraging managers to be
directive  and  even autocratic, but now,  employee commitment must
become more important than control and compliance.  In recent years,
organizations  have used small  work teams  as a  basic  tool  for
reenergizing workforces  and  gaining employee  commitment.  Many
strategies are  needed to transform a traditionally  run organization
into  a team-oriented  one.  One  popular approach is to provide
training,  which can  be  the key to the development  of  a team
concept, although certain deficiencies are apparent in the typical
team-training approaches. Some flaws in training for team concept
include: 1. confusing team building with teamwork,  2. viewing teams
as closed systems,  3. starting team training without assessing team
needs,  4.   treating  team  building  as  a  Japanese  management
technique,  5. assuming that teams are basically alike, 6. treating
team  building  as  a  program rather  than a  process,  and  7.  not
holding teams  accountable  for what they learn in team  training.
Training can move  teams toward  greater effectiveness,  thereby
reestablishing  the corporate US as  a  primary   economic  power.
(ABI/INFORM)
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Training in Team and Consensus Building
Nanda, Ravinder
Management Solutions V31n9 PP: 31-36 Sep 1986

   Clear communication of goals,  instructions, and ideas in a work
group  is  a  step  toward  team  building,  and  open  and  clear
communication is the foundation of group consensus. One supervisory
training exercise  that facilitates these skills is  based on the
belief that  the performance of supervisors and their  workers is
influenced   by   perceptions   of   each   other's   roles   and
responsibilities.  Supervisory participants  are divided  into  2
groups. The role model exercise involves 5 phases:  l. Individuals
in the groups prepare  lists describing  areas of responsibility for
which they are held accountable. 2. Each group selects a leader who
elicits  items from participants'  lists, compiling  them into  a
larger list of  job  responsibility. 3.  Each group agrees  on the 5
most important items related to each job, and individual lists are
compared with  those prepared by consensus.  4.  Both  groups  share
their lists and findings. 5. Supervisors prepare action lists. An
example  is  provided of  the methodology put  to use in  training
supervisory personnel. (ABI/INFORM)


Training in Team-Building
Maude, Barry
Industrial & Commercial Training v!2nll PP:  460-462 Nov 1980

   The effective  manager is  the one  who has  the capability of
organizing  winning teams.  Team  building involves:  1.  sharing
information  with  the   team,  2. discussing job  problems,  and 3.
developing a consensus view on how  the  problems should be handled.
Characteristics  of successful teams  include common objectives,
group identity, and open communication. Management seminars offer
the best  opportunity for building and reinforcing the team concept.
Training methods for building effective teams include:  1.  action-
centered leadership,  2.  transactional analysis,  3.  interaction
analysis, 4. intergroup training, and 5. organization development
(OD) . OD theory states that overlapping groups constitute  basic
building blocks of  the firm and that improvements in organizational
performance  can be gained by  improving the  way managers  work
together  as   teams.   OD   itself  has  as  its  central  focus
organizational change,  and its use  fosters development of the team
concept,  given the fact  that team  skills  are  required by  all
managers. (ABI/INFORM)
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IV. TEAM MANAGEMENT


How to Get Your Group to Perform Like a Team
Blanchard, Kenneth                       *
Executive Excellence v7n7 PP: 18-19 Jul 1990

   Managers report that 60% to 90% of their time is usually spent
in group  activities, adding  that much of  that time  is wasted.
Getting a group to perform like a  team initially means getting the
group  to  focus on producing  results.  Team members  will produce
better results if they first visualize  how the group  will work
together. There are  7 characteristics that  summarize the desired
behaviors necessary for a group to become a high-performance team:
1. purpose,  2. empowerment,  3. relationships and communication, 4.
flexibility,   5.   optimal  productivity,   6.  recognition  and
appreciation,  and 7.  morale.  Of the 7, optimal productivity and
morale are the most  important. The  group's  level  of productivity
and morale is shaped by specific behaviors that may be performed by
any member of the group  and  should be shared by all. The behaviors
must either provide direction (to increase productivity)  or provide
support  (to  increase morale). Direction can  best be given in 3
forms:  structure, control,  and  supervision. Team  members  can
support each other by praising,  listening,  and facilitating.
(ABI/INFORM)


Management: 12 Ways to Rev Dp Your Team
Gregg, Elaine
Black Enterprise v21n4 PP: 85-86 Nov 1990

   Leadership, not just good management,  is necessary to revitalize
and inspire a demoralized or unmotivated staff. Twelve suggestions
for  managers  are:  1.  Develop  a  mission  statement and  review
management's vision of where the company needs to go in the future.
2. Translate  this vision into action.  3. Establish  an open-door
policy to build an atmosphere of confidence and trust. 4. Encourage
staff members to take risks. 5. If a project fails and upper level
management  is critical,  stand  up  for  the  department  and work
together to resolve the problem.  6.  Encourage idea-sharing. 7. Be
aware of what  is happening in the office,  and be sensitive to any
disruptive influences. 8.  Create an informal atmosphere. 9. Reward
excellent work. 10. Use  discipline when necessary.  11.  Encourage
camaraderie.  12.  Be a good  communicator and demand  commitment to
the job.  (ABI/INFORM)


12 Tips for Better Team Meetings
Tagliere,  Daniel A.
Journal for Quality & Participation PP:  64-67 Dec  1990

   The  teamwork  process  is  used most  often  and  in   its  most

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sophisticated  form  in such  activities  as strategic  planning,
organizational development, and marketing and project planning or
some   variety   of  problem  solving,   quality   improvement,   or
productivity  enhancement.   It  is  possible  to  utilize the  full
creative and critical thinking resources of every team member and
obtain the best  possible results  both during and after meetings.
Some  suggestions for better team meetings  are:  1.  Believe  that
teams can and will work together productively. 2. Take time to know
your   teammates   -their   values,   thinking,    and  styles   of
communicating.  3. Organize the  team,  and  address the means  of
decision  making.  4.  Manage  team  meetings.   5.  Control  team
assignments.  6.   Communicate  effectively.   7.   Use  appropriate
procedures for team assignments. 8. Structure idea generation and
decision  making.  9.  Keep  interpersonal processes  positive.  10.
Employ the best  available meeting environment and technology. 11.
Acknowledge, evaluate,  and grow.  12. Enjoy  teamwork with pride.
(ABI/INFORM)


Hov Delegation Can Lead Your Team to Victory
Calano, Jimmy; Salzman, Jeff
Working Woman v!4n8 PP: 86-87,  95 Aug 1989

   Guiding a team to victory requires having the right talent and
managing it well. Guidelines for making better delegation decisions
include:  1.  Keep a dossier on each team  member.  2.  Identify the
"people people"  and the "project people."   3.  Occasionally  give
people assignments that are outside their  areas  of expertise so
that they will become more versatile and feel more challenged. 4.
Read between the lines. 5.  Test out a  rookie. 6. When faced with a
deadline, give  it to the  "game  breaker," the  one  person  on the
staff who never  lets the leader down.  7. Ask for volunteers.  8.
Turn assignments into treats. 9. Use delegation  to build teamwork.
Teams should consist  of  fairly equal  numbers of "project people"
and "people people." By balancing  forces,  detail people are meshed
with big-picture people and the result is  a combination  of  team
consciousness  and cooperation  skills among all  of the  people.
(ABI/INFORM)


The Homework Behind Teamwork
Cox, Allan
Industry Week v240nl PP: 21-23 Jan 7, 1991

   Teams  that  are truly value-added  to their  organizations are
those  committed  to  a  set of  core values  that  ensure  quality
performance. Among these core values are the  following concepts: 1.
Today's management style is of necessity one  of quickened response.
2.  The need to  belong is  a  powerful human  force that  finds
expression  in  teamwork.  3. Consensus-seeking is  a time-wasting,
leveling  influence that impedes distinctive performance.  4.  The
authentic state  of humanity is union, and, ironically,  this state

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enhances one's uniqueness. 5. Belief in humanity as social beings
is  a  lofty  one  and  is best  authenticated  by  down-to-earth
performance. Chief executive officers must become steeped in these
values if they are to lead their  own  teams properly and filter the
values throughout their enterprises.  (ABI/INFORM)


High Performance Team Management
Harris, Philip R.; Harris, Dorothy L.
Leadership & Organization Development Journal v!0n4 PP: 28-32 1989

   Teamwork  involves  sharing  ability,  energy,  and leadership and
playing multiple roles.  For top project performance, team managers
and  members  must  learn  a   combination  of  competencies.  High
performance  in  such teams  can  be ensured by  providing  both
technical and interpersonal training. Technical skills in project
management  usually utilize  task behaviors.  The  acquisition  of
interpersonal skills in the practice  of maintenance behavior often
can be obtained  by building  teams  regularly.  An East-West Center
investigation in Honolulu, Hawaii, by Moran and Harris (1982) found
that cross-cultural differences  can  be used to create  synergy in
international teams.  The  results  showed  that the  more  multiple
roles of a team  are understood, the better the group's performance
will be.  A study by Mottram (1982) identified 8 distinctive styles
or roles: 1. the chairperson, 2.  the shaper, 3. the innovator,  4.
the company worker, 5. the monitor evaluator, 6. the team worker,
7. the resource  investigator,  and 8.  the completer. Blending these
8 roles usually results in high performance. (ABI/INFORM)


Managing High-Performance Teams
McCann, Dick; Margerison, Charles
Training & Development Journal v43nll PP:  52-60 Nov 1989

   Tomorrow's  managers  will be  leaders   of  teams;  they  must
understand team dynamics and how to steer their teams toward high
performance. Managers and leaders of teams can be successful only
if they  completely understand differences  between  team  members.
Only by understanding  and managing those differences can teams work
through their conflicts  and  link themselves together in coherent
units. It should be recognized that different work functions exist,
such as  innovating, producing,   and  inspecting,  and that  people
differ in their work preferences. The Team Management Wheel helps
identify the correlation between functions and preferences.  For
example,  people who fall into the explorer-promoter section of the
wheel are excellent at taking ideas and promoting them to others.
Reporter-advisers represent the classic advisory role on the wheel.
The hub of the wheel is the linker,  which  is  often the main role of
the team leader. Examples of  successful implementation of the Team
Management Wheel are provided. (ABI/INFORM)
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Recognizing genuine teamwork.
Prince, George
Supervisory Management v34 April, 1989, p25(7)

   Team  work  is  an  effective  way  to  produce  results,  and
supervisors can  use  techniques to create work groups  that truly
work together to  reach goals. Collaborative teams are characterized
by a  flow of information  between team members and  a  democratic
spirit where each team member has  the responsibility and authority
to offer corrections  and ideas. Leaders who put teams together must
convey to  team  goals and  define  types of behavior  conducive to
teamwork.  Leaders  must  also  offer  positive  affirmation  and
validation of other team members and encourage each member of the
team to take  responsibility  for promoting teamwork.   (MANAGEMENT
CONTENTS)


Motives, Selection,  and  Support:  What Management Can  Do  to Make
Sure a Team Fails
Morris, Richard M., III
Industrial Management v33n2 PP: 2-3 Mar/Apr 1991

   There is a basic  question that must be correctly answered and
agreed  upon  by   those  concerned before  establishing  a  team,
regardless of whether  it is temporary or permanent: is  the team
being  organized  to  analyze  a  problem  and  make  a  specific
recommendation  for  subsequent  implementation  or  is  it  being
established so that the question being reviewed can be avoided? The
answer will determine the way the  team  is organized, the selection
of the members,  and  the  delegation of  specific  authority.  Once a
decision  has  been   made   to   establish  a  team,   the   basic
organizational  issues must  be  identified   and   resolved.  These
include a definition of the team's purpose,  structure,  authority,
resources, key objectives,  and time frame.  The  establishment of
definable, measurable goals and objectives is critical for the team
and its  individual members,  who  must  be able to work together.
(ABI/INFORM)


The Project Manager  as Team Builder:  Creating an Effective Team
Todryk, Lawrence
Project Management Journal v21n4 PP: 17-22 Dec 1990

   The design and construction  of  small to large projects presents
a unique opportunity for the project manager (PM)  to learn how to
manage projects more effectively. Because PMs face an increase in
the number of variables they  must  address, the probability of cost
overruns,  delayed schedules,   and poor  project  authority  and
leadership   is   increased   as  well.   Team  productivity   and
effectiveness is impacted by change. The PM's ability to create an
effective team is essential in responding to accelerated changes in
technology, social attitudes, and human values.  Leadership is the

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most important factor in establishing and maintaining quality work
and effective teamwork.  In an  effective  team,  synergy is created
that will address the challenges of the team. To implement a team-
building  process,  a PM must  have  an  understanding  of  human
relationship skills  and group dynamics.  Benefits and  rewards of
team building include: 1. increased quality of work and decisions,
and 2. increased collective team strength,  resulting in a greater
ability to complete projects on time.  (ABI/INFORM)


Reducing job stress through team building and positive management.
Lau, Barbara
Management Quarterly v29 Fall, 1988,  p26(4)

   Research by Newsweek  and Business Week reveal that in 1988 US
workers   filed   the  highest   number   of   job-stress   worker's
compensation claims  to  date,  making up  14% of all  occupational
disease claims. This represents a huge jump from the less than 5%
of claims  in  1980 that  were similar.  The most  common reason for
work-related stress  is  job  insecurity  and  threat  of  job loss.
Management can  reduce  the  effects  of job  stress by developing
stress management programs and by encouraging  team-building and
positive management  skills.  Managers who  gain better  listening
skills and who can learn to criticize in a positive way will help
to reduce stress in the workplace. (MANAGEMENT CONTENTS)


Reducing job stress through team building and positive management
part II. (part 2 of 2)
Lau, Barbara
Management Quarterly v29 Winter, 1988,  p!3(4)

   Adopting a radial teamwork structure and an employee reciprocity
policy can increase employee effectiveness and reduce job stress.
Radial teamwork uses  small, task oriented  group clusters  instead of
the  traditional  hierarchy  in  order  to  enhance  communication,
feedback,  and  problem  solving. An  employee reciprocity  policy
involves analyzing the interaction of employees and management in
order  to  assure  that   employees  are  being  treated  fairly.
(MANAGEMENT CONTENTS)


How to Improve Team Management
Margerison, Charles J.;  McCann, Dick
Leadership & Organization Development Journal vlOnS PP:  4-42 1989

   Part of a manager's job is to ensure that workers perform as a
team, with all members  contributing  to  identifying  and solving
problems. Essential to that process are: 1. a winning attitude, 2.
identification with team purpose and aims,  3. a manager's regular
informal contact with members, 4. agreed agendas before meetings,
5.  good minutes  for meetings,  6.  the  charting of  performance

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results, 7. constructive meetings,  8.  team briefings that allow 2-
way communication,  9.  the  effective management of differences of
opinion, 10. the identification of work preferences, 11. creativity
sessions,  12.  realistic budgets,  13.  specified authority  and
accountability for members, 14.  the recording of ideas in a visual
format, 15. challenging targets, 16. team reviews, 17. systematic
problem  solving,   18.   the   identification  and   correction  of
demotivation   sources,   19.   team   communication,    20.   the
identification of external competition,  21.  skilled  linking,  22.
output measurement, 23.  attention  to  energy indicators,  24. team
development,  and  25.  a supportive atmosphere.  The  essence  of
effective teamwork  is top team management.  (ABI/INFORM)


Rewarding Technical Teamwork
Mower, Judith c.; Wilemon,  David
Research-Technology Management v32n5 PP: 24-29 Sep/Oct 1989

   The future of technology management belongs to teamwork because
technologies and markets have grown too complex  for the individuals
working  alone.  The biggest  obstacle to  teamwork  is  that  the
professional  schools,  the academic sciences  that  turn out  the
technical  specialists,  and   the   organizations  where  they  are
employed still reward individual achievement more emphatically than
a team effort. As part  of a larger study focusing on the management
of technical  teams, more than  70  team leaders and members were
interviewed. A vast majority responded negatively to the question
of what team rewards they had experienced.  If management wants to
establish  a desirable  pattern  of  behavior, the  action must  be
rewarded. Four basic reward principles that combine psychological
notions with research findings are: 1. It is the recognition that
counts, so long as the financial rewards are enough.  2.  Intrinsic
motivation must be recognized and  supported. 3. It is important to
reward teams and the individuals in them, but the focus should be
on the teams. 4. Team managers must be sensitive to their role as
dispensers of rewards.  (ABI/INFORM)


Teamwork starts at the top.
Serpa, Roy
Chief Executive (U.S.) April, 1991, p30(4)

   The effectiveness of teamwork in an organization depends on the
ability of top executives to work together. However, many corporate
cultures encourage individuality and competitiveness, and there is
a lack of  teamwork  at  the  executive level  in many organizations.
CEOs of corporations should promote an atmosphere of  trust among
top executives  for  teamwork  to be  effective.  Senior  executives*
examples  of  the   importance  of  teamwork  will  demonstrate  to
subordinates that cooperation will be rewarded.  The steps that CEOs
can take to establish teamwork as an organizational value include
basing portions  of performance appraisals on the ability to work as

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a  team,  encouraging  executives  to  support  one  another,  and
resolving conflicts through problem-solving sessions.
(MANAGEMENT CONTENTS)


Empowering your team members.
Rinke, Wolf J.
Supervisory Management v34 April, 1989, p2l(4)

   Supervisors who want to improve employee motivation can utilize
six guidelines. The guidelines suggest that supervisors must listen
to employees,  show concern for  their welfare,  emphasize employee
strengths, reward accomplishments, and treat employees as important
team  members.  Extensive training is necessary to build employee
skills,  effectiveness,  and  confidence,  but  supervisors  that
communicate corporate  goals and build employee  skills  will give
workers  a  sense  of  corporate  responsibility,  awareness,  and
teamwork abilities.  (MANAGEMENT CONTENTS)


HRI8 quality depends on teamwork.
Fischer, Robert L.
Personnel Journal v70 April, 1991, p47(4)

   Human  resources professionals managing the  implementation of
human  resources  information  systems  can  avoid falling  behind
schedule by focusing on  the process  of the  implementation rather
than solely on  objectives.  Project team  members  should include a
project leader with good management skills,  software technicians,
and managers  who understand  the functional requirements  of the
systems. In-process quality control steps include  additional  sign-
on  guidelines for element specifications designated important in
advance, preliminary or partial user testing at various phases of
the process, and third-party reviews of systems specifications. Any
quality control measures being implemented will  require a change in
the attitudes  of  management and  those employees responsible for
specifications development. (MANAGEMENT CONTENTS)


Nurturing the teamwork culture:  internal customer service.
Pastor, Joan; Gechtman, Risa
Supervisory Management v36 April, 1991, plO(l)

   The  most  effective  technique for  creating  and  enhancing an
effective teamwork culture within an organization is to encourage
employees  to  think  of  fellow  workers   as  internal  customers.
Supervisors should encourage an altruistic attitude among employees
that  replaces  the self-serving  mentality that often exists in a
.competitive.atmosphere..The.steps supervisors can take to develop
the co-worker as  internal customer  attitude  include  arranging
inter-department  meetings,  encouraging personnel  from  different
departments to talk directly  with  each other,   and solidifying

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inter-department relationships by motivating employees to help each
Other. (MANAGEMENT CONTENTS)


Understanding and managing informal groups.
Hussein, Raef T.
Management Decision v28 Annual,  1990, p36(6)

   Managers   can   increase  organizational   productivity   and
profitability  by developing  an understanding  of informal  work
groups. Informal work groups offer such benefits as companionship
and  protection for members,  but  they  also impose  pressures  to
conform.  Several factors  affect  group productivity,  including
resources,   the  compatibility   of   members,   and   individual
characteristics. Informal leaders should be able to develop norms
and allow members to achieve personal goals.  Management can promote
cooperation with informal work groups by recognizing the existence
of  informal  groups,   gathering information  about  the  groups,
training   the  informal   leaders,   adjusting  their   behavior,
recognizing informal leaders, and encouraging cohesion.
(MANAGEMENT CONTENTS)


New Roles in Team Leadership
Jessup, Harlan R.
Training & Development Journal v44nll PP:  79-83 Nov 1990

   Self-managed work teams  are small groups  of coworkers who share
tasks and responsibilities for a well-defined segment of work.  As
the teams demonstrate their capability and maturity, they are given
increasing responsibility for decisions that affect their work.  If
work teams  are to  take on  responsibilities and achieve results,
they must have  internal  structure.  The best arrangement for many
teams is shared leadership  with  defined duties,  similar to that of
club officers.  Many of  those who  guide,  support,  and direct  a
team's activities are people from outside of the work group. These
roles  can   include   administrator,  coach,  and   adviser.   The
administrator makes sure the teams have adequate resources and is
responsible for tasks and authorizations not yet delegated to the
work team.  The coach  focuses on  team development  and transfers
group  process skills  to the  team members  to  see that the  team
matures.  Advisers  offer technical  support. Almost  everyone  who
relates to the team and its members can be considered an adviser.
(ABI/INFORM)


Successful team structure defined.
Managers Magazine v65 oct,  1990, p24(l)

   Teams  need  to   be well-structured and well-managed  to  be
effective. The characteristics of effective  teams include a strong
leader who  acts as  a team member while maintaining  authority,  a

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commitment to interdependence,  a common  objective, and a system of
rewards. Effective teams  can improve  morale,  generate ideas, and
take advantage of the skills of their members.
(MANAGEMENT CONTENTS)


Effective nanagement of effective teams.
Weiss, Donald H.
Supervisory Management v35 Oct, 1990,  plO(2)

   Managers can effectively encourage  teamwork by emphasizing both
the group tasks and group member relationships so that the team can
effectively  accomplish the tasks  and  deal  with  interpersonal
problems. Both the managers and the team members  should identify
the  strengths,  weaknesses, opportunities,   and  threats  (SWOT)
relating  to  the team.  The  SWOT  analysis  should  include  the
examination of  factors that include goals,  results,  and synergy.
(MANAGEMENT CONTENTS)
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V. TEAMWORK IN ACTION
Team Building on a Deadline
Miller, Barry W.; Phillips, Ronald c.
Training & Development Journal v40n3 PP: 54-57 Mar 1986

   A  review of  an  air quality  control equipment  construction
project at  Ohio  Edison (OE) prompted OE's project  managers,  the
architect/engineer, and the general  contractor  to decide a team-
building effort  was necessary  to save  the  project.  Under  this
leadership, a project  status meeting finally  focused on the real
problems, recognized destructive  behaviors, and resolved to make
changes. Persons involved agreed on the basic tenet that a problem
with the project was everyone's  problem.  The focus was on tasks to
be  done and  problems  to  be resolved.  Each  company's  positive
contributions were noted, which reemphasized that the project had
the necessary skill  and talent to succeed. A team-effectiveness
strategy developed in  which communication,  feedback, and follow-
through were critical  elements. Time was set  aside  for intensive
team  building and  problem  solving. Units  were online and  on
schedule, and all  Environmental  Protection Agency completion dates
were met,  with  the project coming in $30 million  under budget.
(ABI/INFORM)


Catch tbe Team Spirit:  the Great Experiment in Team Management.
Across the Board 26:12-27+  My  '89

   Organizational,   managerial,   and   stress-related   issues;
experiences of some US  companies; 5 articles.  Includes the "Desert
Survival Problem" group decision-making exercise. (PAIS)


Innovative teams at work,  (includes case study)
Anderson, Neil;  Hardy,  Gillian; West, Michael
Personnel Management V22 Sept,  1990,  p48(5)

   Human resource (HR)  professionals should place a high priority
on  the issue  of  teamwork innovation  in the  1990s.  Given  the
increasing  pace  of  organizational change,  encouraging  teamwork
innovation may be an important  factor in business success and an
area in  which HR can  have a basic  strategic impact.  The common
factors present in private and  public sector  teamwork innovation
include vision, participative safety, and a climate for excellence.
Vision is a shared idea of a valuable  team outcome. Less resistance
to change and the likelihood of innovation is directly proportional
to the levels of participative safety. Team discussion of standards
of work, methods  for achieving  goals,  and reviews of performance
levels are  indicative  of a climate for  excellence.  A climate for
excellence results in new ideas that are reviewed and  challenged in
a constructive manner.  (MANAGEMENT CONTENTS)

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Identify Problems Areas Early With a 'Risk Management Team.'
Anon
Cashflow Magazine Vol.6, No.7, Sept. 1985, P. 18,22.

   A  team approach  can help  solve complicated risk  management
problems  quickly.  Members of  the  team should be  assembled from
different functional areas of the organization.  Employee benefits
matters are major considerations in risk management programs. The
importance of their area-gives managers an opportunity to upgrade
their status in their companies. (MANAGEMENT CONTENTS)


Team Requirements Definition:  Looking  for a  Mouse  and  Finding an
Elephant
Corbin, Darrell S.
Journal of Systems Management v42n5 PP: 28-30 May 1991

   Defining  information system  (IS)   requirements  no  longer  is
effectively  accomplished  by having  a  systems  analyst interview
numerous  people over  a  long  period  of time.   In an alternate
approach, facilitated team  sessions  are  using techniques such as
Joint Application  Design to  define system  needs.  Occasionally,
these methods find more  than they were  originally looking for - an
elephant instead of a mouse. Rockwell Hanford, a  former division of
Rockwell  International,  determined that  an  information resource
management plan was needed. Teams  of users were led by a skilled
facilitator to define system requirements. Several critical success
factors emerged from Rockwell's experience: 1. Team members need to
be highly valued  employees.  2. The  facilitator  is  the key  to
success.  3.  Meetings should  be held  off-site.  4.  The  IS  staff
should be seen,  not heard.  (ABI/INFORM)


Training in Team Building Critical to Complex Projects
Eckerson, Wayne
Network World v7n40 PP:  23-24  Oct 1, 1990

   According to a survey of network managers, the  key  to project
success  is  to give staff members  specialized training  in  group
dynamics  and  team  building.  At  McDonnell  Douglas  Aerospace
Information Services Co., all  employees  receive training in team
building  and  group  dynamics  as   part   of  the  firm's  quality
improvement program.  In Team  Players and Teamwork,  author  Glenn
Parker says  that  effective  teams contain 4  types  of players:  l.
contributors,   2.   collaborators,    3.   communicators,  and  4.
challengers. Teams that lack one of these personality  types will
fail to achieve maximum productivity. Consultant Patrick Springer
believes  that  every  team also needs a  strong  administrator who
understands  corporate  goals  and  puts  in  place  well-defined
objectives to achieve those  goals.  Many companies also think it is
important to include vendors and end users as part of the network
teams. For example, the telecommunications department  of Gannett

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Co.  views  the  vendor as  an  extension  of  its department  when
introducing new systems in subsidiaries across the US. (ABI/INFORM)
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     EPA HEADQUARTERS LIBRARY MANAGEMENT COLLECTION

          List of Management Bibliographies

1.   PUBLIC POLICY MECHANISMS: NON-REGULATORY OPTIONS FOR
     ENVIRONMENTAL PROTECTION
     by Sigrid N. Smith, June 1991
     EPA/IMSD-91-006

2.   EFFECTIVE CONFERENCE PLANNING
     by Sigrid N. Smith, March 1991
     EPA/IMSD-91-002

3.   CONTRACT MANAGEMENT
     by Mary Hoffman and Sigrid N. Smith, January 1991
     EPA/IMSD-91-001

4.   MANAGING A DIVERSE WORK FORCE
     by Anne Twitchell,  September 1990
     EPA/IMSD-90-011

5.   PROJECT MANAGEMENT
     by Anne Twitchell,  June 1990
     EPA/IMSD-90-007

6.   STRATEGIC PLANNING
     by Anne Twitchell,  March 1990
     EPA/IMSD-90-005

7.   TOTAL QUALITY MANAGEMENT
     by Anne Twitchell,  December 1989
     EPA/IMSD-89-009

8.   LEADERSHIP:  QUALITY MANAGEMENT FOR THE FUTURE
     by Anne Twitchell,  September 1989
     EPA/IMSD-89-005

9.   COMMUNICATION SKILLS FOR EFFECTIVE MANAGEMENT
     by Anne Twitchell,  June 1989
     EPA/IMSD-89-003

10.  EFFECTIVE PERFORMANCE APPRAISALS
     by Anne Twitchell,  March 1989
     EPA/IMSD-89-002

11.  OFFICE OF THE FUTURE: THE MANAGER'S ROLE
     by Anne Twitchell,  December 1988
     EPA/IMSD-88-013
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12.  OFFICE OF THE FUTURE: THE CHANGING ROLE OF SECRETARIES
     by Mary Hoffman and Anne Twitchell,  revised May 1989

13.  MANAGEMENT TRANSITION
     by Mary Hoffman and Anne Twitchell,  September 1988
     EPA/IMSD-88-007

14.  MANAGING IN THE PUBLIC SECTOR
     by Mary Hoffman,  March 1988
     EPA/IMSD-88-003

15.  RESISTANCE TO CHANGE
     by Mary Hoffman,  December 1987
     EPA/IMSD-87-011

16.  INTRAPRENEURSHIP: THE EMERGING FORCE
     by Mary Hoffman,  September 1987

17.  SUPERVISORS AND HUMAN RESOURCES
     by Mary Hoffman,  June 1987
     EPA/IMSD-87-0062

18.  TECHNICAL EXPERT TURNED MANAGER
     by Mary Hoffman,  March 1987
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